The England boys may be out of the running, but after months of preparation and careful, strategic team selection, I’m staying glued to the world stage with just one question. Who has the World Cup winning team?

In my experience, it comes down to two core principles: the people you bring into the line-up and the role you place them into. Perhaps Roy Hodgson didn’t have the right mix. But for the business sector, and sales in particular, there are still lessons to be learned from those facing the Rio heat this summer.

From business development ‘forwards’ to account management ‘defenders’, every one has a role to play in sales. So while a business sales function is made up of individuals, it’s a team sport. We need to get the right formation to match business objectives: whether that be an attacking strategy to break into new markets or a defensive approach to protect existing accounts.

Consider the scenario. You’re 3-2 up and minutes away from those all-important three points. Knowing an equaliser could cost you the title, it’s vital to switch to a more defensive approach, protecting what you already have rather than leaving your accounts wide open in the pursuit of another goal you don’t really need.

But when it comes to signing the newest superstar to take your team to the top, how often do we, as business managers, get star-struck by the credentials of a single individual and fail to take into account wider business strategy? You need to shore up your defence, but the business version of Wayne Rooney walks into your office. He’s got a proven track record for prospecting, pitching and providing that targeted finish to bring in the deal. He can deliver real results: but not the ones your business needs.

Building the ultimate sales dream team calls for a carefully considered combination of personalities, talents and abilities. So, sometimes, that means saying ‘no’. The individual skills may be top of the league: but if they’re not the right fit, it’s wasted talent.

As recruiters, it’s our role to identify skill gaps based on business goals, before rapidly deploying tailored talent to suit those objectives: delivering individual results while supporting the team. Building successful sales teams can be a science. For our boys in the white shirts, however, it seems it’s one they’ve yet to crack.